The basic concept of TQM Works methods Processes and practices If the participants happen to be an instructor, they will become high-quality instructor and will able to develop high-quality students who can be matched with the global standards.

2. Out line About Course
• Aim of the Course TQM
• TQM Principle
• Assignment – 1
• TQM Work Methods
• Daily Work Management
• TEN Elements of DWM
• TQM Implementation and Benefits
• Assignment – 2
• Get Certificate

3. • Useful Tips,
 Use the gears settings to speed up or slowdown videos
 Use the udemy mobile App to download lectures
 Make use of the Q&A forums!
 Platform level issues mail on support@udemy.com

4. • How to approach this course
• Complete all the quizzes !
• Complete the assignments !
• Listen carefully and take notes !

5. 1. Introduction to Course
• This is certificate course on TQM
 Basic concept of TQM
 Works methods
 Processes and practices
• If the participants happens to be a instructor, they will
become high quality instructor and will able to develop
high quality students who can be matched with the
global standards.

6. • Goals :
1. To provide understanding on TQM with DWM.
2. Finalize the step to implementation of TQM in
company's, homes, schools and hospitals.
• Desired out come :
1. Participant will implement DWM in one’s own
department.

7. Introduction to TQM
• For over six decades the professionals have been
promoting quality controls in organizations all over the
world.
• Quality control was confined largely to in-house activities
like products manufacturing.
• The aspect of customers satisfactions was frequently
limited to compliance and claims during warranty.
• The ratio of rejection and rework will be reduce.
• The top management involved in quality control dept. for
zero defect products to delivery customers.

8. • TQM :
1. Organic approach
2. Needed for improving quality of products
3. To get customers satisfaction
4. Enhanced market share
• Why TQM :
1. Best of people still problems
2. Management efficiency

9. TQM Chart

10. 2. TQM Principles
• Quality first not short term profits
1. The first focus is the customer requirements, to meet
customers requirement we must have to focus on
quality. Not on profit.
2. On the other hand, meeting customer requirements
creates loyal customers without whom the business is
endangered.
3. In TQM , cost reduction follows success in satisfying
customer requirements.
4. The cost of poor quality is estimated at about 25% of
sales loss in many companies.

11. The 7 Basic Quality Tools
• Cause-and-effect diagram (also called Ishikawa or
fishbone diagrams): Identifies many possible causes for
an effect or problem and sorts ideas into useful
categories.
• Check sheet: A structured, prepared form for collecting
and analyzing data; a generic tool that can be adapted
for a wide variety of purposes.
• Control chart: Graph used to study how a process
changes over time. Comparing current data to historical
control limits leads to conclusions about whether the
process variation is consistent (in control) or is
unpredictable (out of control, affected by special causes
of variation).

12. • Histogram: The most commonly used graph for showing
frequency distributions, or how often each different value
in a set of data occurs.
• Pareto chart: A bar graph that shows which factors are
more significant.
• Scatter diagram: Graphs pairs of numerical data, one
variable on each axis, to look for a relationship.
• Stratification: A technique that separates data gathered
from a variety of sources so that patterns can be seen
(some lists replace stratification with flowchart or run
chart).

13. Market in not product out
• Price = cost + profit
 Total cost plus approach to price. Cost is a given and
profit is treated as a need, fulfilled by the customer who
pays the price.
• Profit = price – cost
 Price is fixed by the market and by competition. Costs
can be cut In order to ensure
 By Peter Drucker

14. Typical complaints
• How can I produce my monthly accounts if the stores
does not give us bill records on time.
• Account Dept.
• Our vendors don’t supply materials on time causes
accounts dept. don’t tell us when they pay bills.
• Purchase Dept.
• You hold us responsible for production but you should
see if we get materials on time.
• Production Dept.

15. Drive out fear

16. Respect for people
• Respect for people = enabling people to realize their
potential.
• People needs TQM methods
1. Learning Driving fear out
2. Making extraordinary Participation by all
3. Working together Education for all
4. Being acknowledge QC circles
5. Well-being Kaizen
6. Growing A good management

17. 3. Working with facts and
data
1. Data to assist in understanding the actual situation.
• Arrange data for easy understanding and estimation.
2. Data for analysis.
• Analytical data examines the relationship between and
effect and its causes.
3. Data for control.
• Data to determine whether process in under control.

18. Purposes of data
• To take corrective action, it is essential to have a
constant, accurate grasp of facts. When we go out and
collect data, it becomes clear that our vague guesses
based on experience were way off the mark. Checking
the facts enable to bring in effective counter measure,
leading to good results.
• K Hosotani.

19. Action on causes
• Problem – we periodically get defective supplier of this
plunger due to bend.
• Solution – we are developing new vendor.
• Problem – we got a customers complaints that the bore
was oversize.
• Solution – we are inspecting the bore 100%

20. Five ‘why’s
• Why did the machine stop ?
• Why was machine overload ?
• Why was not lubrication pump working ?
• Why was it worn out ?
• Why was lubricants inadequate ?
• Above mention five why’s for CNC machine.

21. PDCA cycle (ishikawa)
• P stand for Plan
• D stand for DO
• C stand for Check
• A stand for Action
• PDCA = Plan Do Check Action

22. Typical Chart of PDCA

23. 4. Daily work
management
. •Maintenance Stage
. •Improvement Stage
. •Start Up Stage

24. Daily management
• The main task of management is to make constant
improvements. Managers engaged in maintenance most
of the time are only operators. However, without robust
maintenance, improvements cannot be sustained.
Improvement
Top
management
Middle
management
Maintenance
Supervisor
Workers

25. • Improvements here refers to breakthroughs and
quantum changes. Achieved through policy
management. (P,Q,C,D,S,M)
• P = Production
• Q = Quality
• C = Cost
• D = Delivery
• S = Safety
• M = Moral
• Above method including observed standards and also
many improvements.

26. 5. Ten elements of DWM
1. PDCA cycle.
The ability to defined and solve problems is a basic capacity to
be developed in order to market improvements necessary to
achieve a good level of daily management.
2. Stake holder complaints and needs.
In TQM we must expose real problems constantly , so we may
solve them and improve products.
3. 5 – S
Removal of un wanted items, orderly arrangement of item,
shining of work place, development std., training and discipline.
Benefits – improvement of products, quality, cost, delivery and
safety.

27. 4. Work place practice.
The management and supervisor must become gemba
oriented, being able to survey what is happening and
deploy and train operators to be multi- skilled.
5. Equipment maintenance.
Daily maintenance, in fact means maintenance of
machines free from break downs.
6.Capability of manufacturing processes.
The establishment of 5-S, workplace practices and
equipment's maintenance is key enabler in achieving
process capability.
7. Production control.
Medium and long terms production and capacity plan must
be integrated with requirements.

28. 8. Kaizen and QC circles.
Kaizen and QC circles activities demand that workers have
a level of numeracy and literacy. Kaizen and QC circles are
also supported in many forms of celebration and
recognition.
9. Capability of non-manufacturing processes.
The implementation must be through, the results are
measured and counter measure are instituted, where
results do not come up to the requirements of stakeholders.
10. Control Points.
The choice of what control requires insight.

29. 6. TQM Implementation
and Benefits
• Step – 1 Pre – TQM.
Top management gets interested directly, awareness
programed on TQM.
• Step – 2 Decision
The problems facing the company are grasped.
• Step – 3 Introduction
Education of everyone, top down, begins, with priority for
the dept. which are the core reason why TQM introduced.
• Step – 4 Consolidation
Problem solving methods and techniques are taught.

30. • Step – 5 Attainment
Education is on-going and PSP techniques are thoroughly
taught.
• Step – 6 Maturity
Daily management and ability to continuously satisfy
customer requirements without non conformities and with
high efficiencies.
• Step – 7 Ongoing self renewal
Setting new and unknown levels of excellence.

31. Benefits of TQM
• Continuous satisfaction of customers.
• Enhanced market share.
• More profit to company.
• Reduction in new product development time.
• Efficient and effective management processes.
• Reduced warranty returns.
• Zero defects/rejection/rework.
• optimized inventory of materials.
oThanks you